In the seventh episode of Mesa de Produto, the first program of PM3 Talks – PM3's podcast – Marcell Almeida (CEO and co-founder of PM3) leads a conversation about the importance of good onboarding for retention in digital products.
To talk more about the topic, we have Victor Almaraz (Senior Product Manager at unico IDtech) as co-host and Anselmo Filho (Growth Product Manager at Conta Simples) and Talita Lima (Product Manager at Zup Innovation) as guests. Want to know what happened?
We have selected some excerpts from the conversation in this post , but you can listen to the full episode using the player below:
“The short answer is 'yes, of course', but the long answer is 'not only that, beca iceland mobile phone number use retention, according to Product books, is divided into 3 main aspects: onboarding or activation, engagement and resurrection.'”
– Anselmo Filho
According to Anselmo, it is important to understand that onboarding is an essential step in the retention strategy, while considering other equally fundamental steps.
Talita adds that onboarding is the customer's first contact with the product. Therefore, it is important that they understand the business's value proposition. This is because, in addition to ensuring that users will remain on the product, the period of time between the first contact and the first action is considerably reduced.
Victor questions whether ineffective onboarding can have the opposite effect to that expected and, at this point, Talita says yes:
“The customer can indeed get confused. So, it is important that, in order to structure an onboarding process, you understand who your audience is and whether you need to segment that audience.”
– Talita Lima
Anselmo explains that, for him, this personalization of the onboarding process is something natural, especially when it comes to different segments and user profiles or personas. In cases like this, it is important to have an understanding that onboarding is a product in itself.
To what extent is it worth personalizing onboarding?
Thinking about Anselmo's example of digital banks (which have customers with different profiles and end up needing to structure a more personalized process), Marcell questions to what extent this effort more directed at onboarding is worth it.
“We have to optimize to the point where we are no longer acting on the strategy that was defined and also to the point where we are no longer delivering value in the long term. Because sometimes we end up changing the button or the copy and that’s it. But if we look at the experimentation discipline as a whole, we need to try to generate value as much as possible within the defined metric, but reducing risks with experiments that allow us to capture these changes over time.”
– Anselmo Filho
Talita agrees with this idea and emphasizes that it makes sense to track the retrospective with metrics and results from customer surveys. This helps to understand to what extent the customer is satisfied with the journey.
How far does onboarding go?
When discussing the different organizational structures of teams, Marcell highlights that, in this benchmarking conversation, it was possible to notice that onboarding is usually the responsibility of a specific team. After all, could this be detrimental to the retention strategy? How is the definition of what onboarding is and what activation is, for example?
“It is important that the onboarding team has contact with or is part of the activation, because this is what will bring insights to the process, from the point of view of a clinical view of what needs to be improved.”
– Talita Lima
Anselmo, in agreement, points out that communication is the bare minimum. Citing the example of Conta Simples, he explains that activation goes as far as ensuring retention, since that is the ultimate goal. When there is no focus on the “ end game ”, activation is very limited to small optimizations.
How important is it to map the “Aha Moment” and “Wow Moment” in onboarding?
Talita explains that the “Aha Moment” marks the user’s perception of the product’s value, and the “Wow Moment” marks the point at which the user is truly engaged with the solution and becomes an ambassador for it. Therefore, thinking about these aspects helps direct what the team needs to do so that the customer goes through these stages, thinking beyond the product itself and also considering aspects of innovation and improvement.
At this point, Anselmo comments that he is somewhat against the use of these terms:
“I'm a little averse to this kind of definition. If we look at the core of an Aha Moment, this is the 'eureka' moment, right, 'ah, this is what the product does'. But shouldn't this kind of thing have come before? Why would the user enter your product without knowing this?”
– Anselmo Filho
According to him, if there is prior work well done on what the product does, the first Aha Moment has already happened and is simply followed by others throughout the onboarding process, especially for more complex products. It is a process of creating a habit.
How to assess whether the customer already knows how to use the product?
Anselmo highlights qualitative and quantitative analyses. Qualitative analyses help you formulate your assumptions, which gradually provide answers that also require quantitative analyses. In this sense, the challenge is to identify which of the hypotheses raised represent an opportunity for greater retention within the product.
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